Rethinking your pricing strategy means asking what job a price is actually doing in your business, not just whether the number feels right. This week I’m joined by Josefine Wanner, a LinkedIn and business growth strategist who helps coaches and service providers build scalable, LinkedIn-driven businesses. Josefine wanted to build a scalable offer from early in her business, even when she was advised her audience was too small and she should stick to one-to-one work first.

We talk about the pricing decisions that came out of that, including why she stopped calculating an hourly rate, how she thinks about low-ticket offers as a numbers game, and what she tells someone who questions why her offer is priced low.

In this conversation, you will hear:

• Why Josefine treats a low price as a deliberate entry point, not a mistake
• How she thinks through the math behind low-ticket vs. high-ticket offers
• What made her trust her own two thousand dollar program again after doubting it

Press play to hear how Josefine thinks about pricing today, and what got her there.

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A QUICK NOTE: If pricing challenges are showing up in your business right now, it’s often a sign that pricing needs structure — not another tweak. Here’s how I work with clients to give them clarity.

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Episode Summary

Rethinking Your Pricing Strategy as Your Business Changes

Someone once DM’d Josefine Wanner on LinkedIn asking why one of her offers was priced so low. Her response was direct: unless you’re a client or a prospect, it’s none of your business. More importantly, she knew why the price was low. The offer was an entry point. That’s where she brings people into her world.

That moment is a long way from her first experiences setting prices.

From $120 Sessions to Coffee Coaching

When Josefine first had to price her coaching, she didn’t have much guidance to work with. Her training had taught her a five-session structure, but not what those sessions should cost. She researched what others were charging and landed on $120 per session.

There wasn’t even an expiration date. Years later, one of those early clients technically still has two sessions left.

Then someone suggested coffee coaching: let people buy her a coffee in exchange for a session, so she could build up her hours. She tried it with three clients and decided quickly it wasn’t something she’d do again. In her experience, the clients didn’t take the sessions seriously enough. They needed some skin in the game.

Moving Beyond the Hourly Calculation

Josefine wanted to build a scalable offer early in her business, even when she was advised that her audience was too small and she should stick with one-to-one coaching.

Over time, her offers moved beyond the original five-session format into monthly and multi-month arrangements. She also stopped calculating what she was making per hour, a habit she says she dropped in 2021. For Josefine, continuing to calculate an hourly rate puts you straight back into exchanging time for money.

than her partner was giving it credit for. Her partner saw more value in using the community to nurture people before an eventual upsell. Neither of them was wrong. It came down to how each business was using the community within their own offer system.

When You Start Doubting the Offer Behind the Price

Josefine also experienced what happens when doubt about an offer makes it harder to sell.

She had a program priced at around $2,000 and found herself focusing on one or two clients who hadn’t gotten results. Their voices became louder than the clients who had.

It reached the point where she was hesitant to sell the program, because she was questioning whether it worked.

So she went back and looked at the results across her clients. The one or two she’d been focused on were outliers. The clients who had done the work were getting results. As she put it, you have to feel good about the pricing, but you have to feel even better about the program.

Why Someone Else’s Price Doesn’t Give You Yours

Comparing your price to someone else’s only tells you so much. As Josefine points out, you don’t know what’s actually included in someone else’s program or community. You can’t look at what Peter charges, look at what Anna charges, and decide your price belongs somewhere in the middle.

A price that looks low to someone on LinkedIn may be doing exactly what the business owner intended it to do.

That’s also why pricing isn’t set in stone. Josefine’s closing advice is to dare to test. Test different offers and different pricing, but give them enough time to learn something. She suggests sticking with something for 90 days to six months rather than changing the model every month.

There may not be one perfect price waiting to be discovered. Rethinking your pricing strategy, for Josefine, has meant testing, adjusting and building enough evidence to trust the number you land on.

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Episode Links:

• Connect with Josefine Wanner: https://www.linkedin.com/in/josefine-wanner/

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Episode FAQ

Q: Why would a business intentionally price an offer low?

A low-priced offer can be a deliberate entry point, designed to bring people into a business, rather than a sign of undercharging. But the math still has to make sense otherwise you’re simply using price to woo customers and building a market around those who aren’t willing to pay more.

Q: How many customers do you need for a low-ticket offer to work?

You need to do the math. A lower price may make sense as an entry point, but you also need to look at the numbers. And there’s no “one-size-fits-all” answer. There are two main objectives: attracting a good volume of people you can convert and covering your acquisition and other costs to deliver the low-ticket offer (plus a little extra). You can use the Profit Impact Calculator in my Pricing Toolkit to start running some figures.

Q: Should I compare my prices with what competitors charge?

Competitor pricing can give you useful market context, but it shouldn’t determine your price. You don’t necessarily know what’s included in someone else’s offer, how they deliver it, who it’s designed for, or the role it plays in their business. Or if that price makes sense for your business. More importantly if it’s the only reason you have for what you charge, it’s not very defensible.